[No.  3.] 


HOW  TO  OEGAHIZE 

A BRANCH  OFAWjS.  • 

UNION  SUPPLY  & MUTUAL  BENEFIT 


CO-OPERATIVE  ASSOCIATION. 


A.  R.  FOOTE, 

SSt  BRO.A.E'W.A.-ar 

NEW  YORK. 


BROOKLYN,  N.  Y. : - 

M.  S.  Vernon,  Printer,  134  Franklin  Street, 
1879. 


HOW  TO  ORGANIZE 


, A BRANCH  OF  THB 

■UNION  SUPPLY  AND  MUTUAU.  BDI>"EFIT 
CO-OPERATIVE’  A5JSOGI ATION. 


Commercial  Co-operation,  in  the  United  States,  is  as  yet 
but  an  idea,  while  many  students  of  Political  Economy  have 
studied  its  principles,  and  are  to  a certain  degree,  familiar 
with  the  history  of  its  inception  and  progress  in  Europe, 
none  of  them  have  ever  sought  to  give  it  a practical  trial  in 
this  country,  by  establishing  a business  founded  on  such 
principles. 

There  are  numerous  instances  of  individual  societies 
having  undertaken  a partial  application  of  the  theorv  of 
Commercial  Co-operation,  but  unfortunately  they  have  been 
guided  by  persons,  who,  but  imperfectly  understood  the 
nature  of  the  work,  or  worse  still,  by  persons  who  have 
sought  to  couple  some  religious  or  social  reform,  with  a re- 
form in  business  proceedure. 

The  Principles  of  Commercial  Co-operation  are  wholly 
Financial. 

They  have  no  relation  to  Political  Issues,  except  as  they 
may  help  to  direct  personal  judgment,  when  financial  ques- 
tions are  before  the  public. 

They  are  related  to  Social  Questions,  only  as  they  teach 
that  each  member  of  society  is  a partner  in  all  its  interests, 
as  they  secure  protection  for  the  poorest  member,  by  con- 
sidering his  rights  in  all  the  details  of  his  transactions,  and 
as  they  seek  to  improve  society  by  providing  a way  by 
which  each  person  can  best  help  himself. 

They  relate  to  Morals  or  Theology,  only  on  the  broad 
basis  that  they  encourage  honesty,  economy,  industry,  and  the 
accumulation  of  wealth  hy  the  Masses,  Whatever  does  this, 
must  tend  to  foster  virtue  and  repress  vice. 


4 


This  statement  as  to  its  principles,  is  necessary  to  a right 
understanding  of  the  means  by  which  “Commercial  Co- 
operation” may  be  promoted. 

The  first  question  to  consider  is, 

WHY  ORGANIZE? 

1st.  Because  one  jpersgn  can  “ Co-operate”  with  another, 
only  thi^ougJi  ai;i  ^T^gyCitzafcon. 

2d.  no  ^organization  for  the  purpose, 

where  the^brg^uc]>orgaii^^^(5n;is  desired. 

3d.  tB^^usfe*/tb*er^Va:ir^*  d multitude  of  organizations  for 
“ Com<mercM  Cojnpe^iticmj”  each  seeking  the  life  blood  of 
the  other,  or  so  much  of  it  as  can  be  taken 

legally. 

4th.  Because  the  ^^Gompetitive  System^  of  business  encourages 
deception,  and  is  founded  on  injmtice. 

5th.  Because  any  business  organized  for  the  beneft  of  one 
'person,  or  a limited  number  of  persons  associated  as  partners,  or 
inx^orporated  as  Stock  Companies,  appropriates  for  the  benefit 
of  that  person  or  those  persons,  all  the  profits  of  the 
BUSINESS  DONE ; a part  of  which,  “ in  equity,”  belongs  to  the 
labor  and  the  patronage  'ivhich  help  to  produce  such  profits, 

6th.  Because  every  person  should  have  an  opportunity 
to  patronize  that  system  of  business  which  considers  his 
patronxjuge  a wealth  producing  factor,  and  gives  to  him,  his  equit- 
able portion  of  the  wealth  p)roduced  by  it, 

7th.  Because  an  organization  based  on  the  principles  of 
“Commercial  Co-operation,”  is  the  only  means  of  escape  from 
the  competitive  system  of  business,  ivhich  uses  labor  and  patron- 
age for  the  enrichment  of  the  few  at  the  expense  of  the  many. 

The  foregoing  reasons  for  organizing  a Branch  Associa- 
tion, indicate  in  some  degree, 

WHO  SHOULD  EFFECT  THE  ORGANIZATION? 

1st.  Those  who  believe  the  object  sought  to  be  just  and 
desirable. 

2d.  Those  who  will  stand  by  a principle  they  believe  to 
be  right,  not  fearing  discouragements  and  ridicule. 

3d.  Those  who  will  seek  to  promote  the  good  of  the  As- 
sociation, by  giving  it  the  benefit  of  their  influence,  advice 
and  patronage.  • 


b 


4th.  Those  who  feel  great  satisfaction  in  assisting  the 
developement  of  right  principles  of  business,  and  in  seeing 
their  correctness  proven  by  results. 

5th.  Those  who  are  not  ashamed  of  small  beginnings,  and 
have  the  patience  to  be  satisfied  with  a slow  progress,  so 
long  as  it  is  sound  and  healthful. 

6th.  Those  who  know  that  the  establishing  of  a business, 
is  of  the  nature  of  a growth,  who  know  that  confidence  has  to 
be  acquired  as  well  as  capital,  and  who  cannot  be  tempted 
to  over-reach  the  boundary  of  prudent  management  intlie  least 
degree,  by  an  undue  desire  to  make  a show  in  a store,  or  a 
showing  in  a balance  sheet. 

7th.  Those  who  know  that  care  and  honesty  in  the  pro- 
duction or  sale  of  one  article,  is  the  sure  foundation  on 
which  to  build  the  production  or  sale  of  a thousand  articles. 
Those  who  will  only  consent  to  add  article  to  article  in  the 
business  of  the  association,  as  it  shall  acquire  the  strength 
in  experience,  capital  and  patronage,  necessary  to  handle  them 
without  risking  a strain  upon  its  resources  or  credit. 

8th.  Those  who  realize  that  a very  important  part  of  the 
business  of  the  Association  must  be  to  illustrate  by  actual 
transactions,  the  workings  of  the  principles  of  Commercial 
Co-operation”  to  educate  people  to  a proper  understanding 
of  them  ; and  those  who  would  regard  any  failure  as  a per- 
sonal loss  to  themselves  and  an  injury  to  all  others  who 
may  be  promoting  or  interested  in  similar  associations  else- 
where. 

HOW  CAN  THE  ORGANIZATION  BE  EFFECTED  ? 

Let  all  persons,  moved  by  these  considerations,  hold  a 
meeting  for  the  purpose,  choose  a temporary  Chairman  and 
Secretary,  adopt  the  ‘‘By-Laws  ” furnished  in  a printed  form 
by  the  “Central  Organization,”  then  elect  an  Executive  Com- 
mittee of  five,  to  serve  until  the  first  regular  annual  meeting, 
as  provided  by  the  by-laws.  This  done,  each  person  should 
subscribe  for  at  least  one  fund  certificate  of  the  second  class. 

A certified  copy  of  the  minutes  of  the  meeting  should  be 
forwarded  to  the  Secretary  of  the  “Central  Organization.” 


h 


Tlie  success  of  tlie  Branch,  will  depend  more  on  the 
character  and  earnestness  of  those  who  undertake  it,  than 
upon  mere  numbers.  An  organization  effected  by  a meeting 
of  ten  persons  who  are  determined  to  give  the  system  a 
thorough  trial,  who  have  confidence  in  each  other,  and  will 
stand  by  their  undertaking,  will  be  more  certain  of  success, 
than  one  effected  by  -a  meeting  of  one  hundred  persons  who 
will  only  adopt  the  by-laws,  elect  a committee,  then  stand 
back  to  see  if  ‘‘the  committee”  can  make  it  a success. 

A large  membership  is  desirable  only  as  large  capital, 
large  production,  or  large  sales  is  desirable,  as  the  result  of  a 
healthful  growth.  When  business  is  once  commenced,  more 
care  should  be  taken  for  the  results  shown  in  the  “Quarterly 
Balance  Sheet,”  than  for  an  increase  of  membership.  Each 
Balance  Sheet  should  be  the  history  of  a sound  progress. 
If  it  is,  it  will  become  the  association’s  most  powerful  solici- 
tor to  induce  an  increase  of  membership,  and  will  be  a con- 
vincing argument  on  all  questions  touching  the  just  distribu- 
tion of  wealth.  A demonstration  of  this  kind  will  establish 
the  equity  of  the  principle  which,  for  the  division  of  profits, 
recognizes  capital  in  all  its  forms. 

1st.  Material  Capital,  Articles  and  Money. 

2d.  Physical  Capital,  Labor. 

3d.  Nutrient  Capital,  Patronage. 

“Each  needs  the  assistance  of  the  other.” 


3 0112  061618366 


